Operational Strategies for Migrating Legacy DAM and MRM systems to next-generation on-demand SaaS platforms

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Visual overview of strategies and options for improving marketing processes, emphasizing use of on-demand DAM and MRM systems, agile configuration of Web services, and internally change assurance.

MRM applications include budgeting, planning, scheduling, campaign management, project management, content creation, digital asset management, database publishing, web-to-print, marketing performance management, and workflow management

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  • OPENING
    Let’s examine the operational aspect of marketing. For the moment, let’s assume you a great product and distribution.

    Time to Market: Concept to shelf = how fast you can identify customer requirements, develop a product, and launch it. CONTROL

    Time to synchronize: Coordinate all the elements of a campaign with partners. COLLABORATION

    Time to customerize: A term I stole from Unisys--localize to content and services to a culture, customize to a channel or season, and personalize CONSISTENCE

    Time to satisfy: NEW. Calls attention to marketing’s new role: provisioning on-demand services COMPLIANCDE

    STORY
    Last May I came to FI for series of presentations and workshops: When I landed: my phone had no “bars”. Sunday! Search the Web for ATT customer service. Called them using Skype. 90 seconds later: bars!
  • OPENING
    In the book Strategy Maps, its authors Robert Kaplan and David Norton make the case that a visual depiction of corporate strategy speeds communications and alignment of the entire firm.
    They also go on to conclude that most strategies fail because leadership failed to communicate the strategy and failed to make the strategy a permanent fixture in the minds of middle and frontline staff.
    This figure depicts three basic strategies of a generic strategy map. I highlighted those portions most relevant for today

    STORY
    I love taking a long walk in a park just north of SF in the Marin headlands, in an area called Tennessee Valley.
    One glorious Sunday morning, I’m walking along the path when I hear this shrill, penetrating, and very annoying women’s voice.
    I see this woman yelling into her mobile--what we call “cell yell”--instructing a friend or co-worker how to navigate a Web site or application
    It then hit me: “This women as a concrete mental picture of some obscure digital service…it’s a concrete and real as a brick
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  • Operational Strategies for Migrating Legacy DAM and MRM systems to next-generation on-demand SaaS platforms

    1. 1. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved Operational Strategies for DAM, MRM, and EMM Maximizing return on investment from next- generation on-demand platforms and agile configuration methods
    2. 2. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved What’s the focus of this presentation?  GISTICS specializes in assisting legacy MRM customers in building an internal business-case for switching to next-generation integrated marketing platforms.  To this end, we speed the transition with a minimum of disruption.  This presentation provides a context and framework for exploring how we might collaborate on an MRM or DAM migration project.
    3. 3. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved Traditional enterprise software vs. next- generation platform-as-a-service?
    4. 4. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved DAM & MRM BASICS DAM as a system delivering media services and MRM as a system for delivering campaigns, programs, and projects
    5. 5. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved How do most executives define DAM?  DAM as a technology + Software + Specialized content database  DAM as service + Repository for reusable files, templates, and content + Workflow  DAM as strategy + Faster cycle times + Marketing supply-chain management  Solving for yesterday, today, or tomorrow? + Yesterday: photos and artwork + Today: Photos, artwork, and video + Tomorrow: (all above) + multimodal content and customer engagement  Each path valid: + Each delivers different types of investment and payback  Most common mistake: not planning for DAM as an operational capability + Brand and media best practices + Digital workflows and approvals + Marketing operations management  Path of greatest return: + Start with a DAM business strategy + Realized the easiest short-term wins in rapid (agile) succession + Deploy DAM (at the start) as operational capability + Select a technology partner not a vendor
    6. 6. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved What basic functions comprise DAM?  3 user classes + All eventual users  Each with unique requirements + Interfaces + Metadata support + Workflows + Training
    7. 7. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved What types of digital assets usually go into a DAM?  DO IT NOW + Source assets, not content + Define “sweet 16” metadata attributes + “Rent” a production (SaaS)  DO IT NEXT + Automate creative workflows + Set-up database publishing
    8. 8. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved Where does DAM fit in the rich-media content lifecycle?  Integrated workflows produce the most valuable business information: cost, chokepoints, money flow DEVELOPMENT REUSE (Typical DAM Apps) ENGAGEMENT Plan Ideate Create Assemble / Edit Manage / Distribute Localize Produce Consume Analyze  Budget  Discuss  Schedule  Assign  Research  Write  Brief  Discuss  Sketch  Buy or clear art  Accept  Compose  Search  Insert/plac e  Review (multiple cycles)  Edit/refine (multiple cycles)  Approve  Ingest  Tag  Authorize  Publish  Retrieve  Deconstruc t  Adapt/edit  Re- assemble  Review (multiple cycles)  Approve (multiple cycles)  SEO or provision  RIP or transcode  Layout or distill  Manufact ure or detail  Browse or download  Print or play  Read or view  See or buy  Capture  Route  Interpret  Summari ze Spreadsheets Presentations Documents: Creative Briefs Multimedia Presentations Reports Spreadsheets Galleries and mash-ups Compositions and sketches Mash-ups and storyboards Copy drafts Rough cuts and layouts Media assets Layouts Media assets Layouts Fonts Dynamic artwork and documents Copy text Structure/tem plates Media assets Tech specs/color profiles Web pages with videos Printed collateral Newsletters Packaging with POP displays PC or mobile TV Printed publication/P DF Packaged good Galleries & mash-ups •Web sites •Catalogs •TV spots •Social media
    9. 9. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved What’s your catalytic asset: how to prioritize workflow optimization? 6 Channels Content types Workflow steps Key functions Catalytic assets 1. Publications Magazine, catalog, Collateral, eBooks Photos with clearances 2. Web Corporate, regional portals, microsites Synchronized marketing claims 3. Multi-media Video clips, DVDs, MP3’s, e-detailing kits Post-produced scenes 4. Training PPTs, videos, eLearning: workbooks, and tests Learning objects 5. Product display Tradeshow, events, retail store Signs 6. Packaging Product boxes, cartons, labels, instructions Labels Criteria: 1. Asset type that drives revenues 2. Redundancies and extra steps of current-state workflow 3. Optimized future-state workflows 4. Activity-based costing of current and future-states Target just one or two catalytic asset classes, working backwards from them
    10. 10. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved What comprise the evolutionary phases of DAM? Where are you? PROJECT PORTAL DAM SYSTEMS DISTRIBUTED RICH-MEDIA SERVICES (DAM PLUS) MANAGED SUPPLY CHAIN Focus Marcomm intranet Image and Content Portal Creative Workflow Repository Distributed Media Workflows Smart Marcomm Operations Integrated Marketing Management Businessrequirements Share files and collaborate within team | Sharepoint, Basecamp, @task, Lotus Notes Find marketing content and reusable media components using simple keywords and nested folders Streamline creation and production processes for artwork, CGI photo replacements, collateral, packaging, POP displays, and multimodal customer- engagement packages Provision content and media applications to users across enterprise and partner, creating process benchmarks Lower agency switching costs and service interruptions Speed delivery of brand-consistent multimedia materials through structured, online processes Lower sourcing costs of creative and production Synchronize global product launches and integrated multichannel campaigns using multiple centers of excellence in marketing communications Keyfunctions Browser or desktop access to intranet or public portal Structured catalogs with basic metadata and search Integration with creative tools, works of process and approval workflows Multiple user classes, faceted taxonomies, and dynamic imaging Full integration of project management MRM capabilities: planning, campaigns, strategic sourcing of creative services, and analytics Pan-regional execution of print, broadcast, online, mobile, and in-field promotions and customer engagement Pivots Marketing claims databases Database-publishing of collateral and banner ads (smart artwork) Creative agency governance systems Social Media Optimization PROGRESSION SEQUENCE FROM ONE MATURITY PHASE TO THE NEXT PHASE 1. Ad Hoc > 2. Organize > 3. Measure > 4. Analyze > 5. Optimize Creative Agency Governance System
    11. 11. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved Management Maturities: Where are most firms?  Level 1 Ad Hoc: 28.7% + Basic management of digital media files on shared drive, FTP, etc. • Uses file names and file-folder structure as “metadata” for browsing • NO DAM  Level 2 Organizing: 30.5% + Basic work of examining individual files: classification of them as “keepers” • Metadata—basic descriptions and uses • NEW TO DAM  Level 3 Measuring: 11.4% + Use of assets and user activities • Refined metrics applied to core business processes, workflows, and projects • NEEDS WORKFLOW BENCHMARKS  Level 4 Analyzing: 6.6% + Correlation of user and asset uses to progress against business goals • Quantification of economic returns on digital assets • NEEDS INTEGRATED WORKFLOW WITH FEEDBACK AND APPROVAL MANAGEMENT • CLEAN BASELINE DATA  Level 5 Optimizing: 22.8% + Applies analytics insights to continuous process improvements • Sourcing of creative services and content • Producing finished digital goods • Provisioning content to support new revenue streams or customer engagement channels • NEEDS INTEGRATION OF PROCUREMENT AND CRM-WCM-ERP
    12. 12. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved Metadata maturity model: What type of collection do most firms have? Identified Collections Curated Collections Faceted Collections Componentized Collections Semantic Collections Represent categorized and tagged group of reusable files, generally finished digital goods or renditions of varying size or resolution. Collections resemble "buckets" of potentially useful items with little ability to cull contents into more granular and relevant sets. Represent meaningful collections organized for known types to users to access. Curation emphasizes quality-assured files and task- based use scenarios. Most but not all curated collections manage vetted and approved finished goods and not work in process Represent often sizeable groups of diverse sets of files, templates, reusable assets, and business records, optimized for a large, geo- distributed groups of users to access. More than just a collection, this level integrates schedules and release calendars across many project teams, surfacing "coming soon" items Organize a "atomized" set of media components, templates, and approved copy-written text, using XML standards for workflows (ADSL, XBRL, XPDL) to drive automated multichannel publications and outputs. Often this requires a consolidated information repository for all business data or communications Enable personalized user experiences and presentations, using customer personas and microformats to assemble and bind media and content components into personalized finished digital goods. Semantic collections include assets residing in other DAMs, content managers, and social networking platforms
    13. 13. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved How does progressive process automation deliver ROI?
    14. 14. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved Marcom supply chains evolve
    15. 15. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved Ad Hoc Managed Predictive Adaptive Anticipatory DAM FTP and shared drives Content portal with folders DAM repository with multiple roles and permissions Media services platform with dynamic rendering of art and collateral Provisioning of customer engagement objects by phase of the customer engagement lifecycle policies Approvals and Proofs Physical review and signatures Acrobat PDF with annotations and email confirms Real-time proofs and color matching Cycle time benchmarking and optimization Activity-based costing of all creative and marketing projects Workflows Peer-to-peer by email, fax, teleconference Ad hoc and task folders in shared drive Structured, role- based workflows, integrated sourcing Integrated rich-media workflow and reporting Dynamic resource allocation and re-tasking Project management Physical job jackets and tickets Online content folders Audit-controlled project rooms Multi-firm ad hoc collaboration and projects database with detail reporting Innovation service groups in marketing supply chain using Lean Six Sigma or similar controls Budgeting Spreadsheets Online spreadsheets Integrated financials Daily spend-to-budget roll-ups Real-time performance tracking of ROI / ROMI Strategic Planning Marketing and creative briefs in Office docs Office docs in groupware system Consolidated digital marketing briefs Marketing info database: all plans and projects as linked data items in DB Dashboard summarization of voice-of-customer, dynamic “market game” simulations, dialogue maps, and ROMI Enterprise Integration Manual checks and balances with corporate finance Batch synchronization with financial systems Synchronized with ERP and SCM systems End-to-end process integration of marketing supply chain Predictive modeling of revenues by individual customer engagement objects What is Integrated Marketing Management? MRM-MOM Platform
    16. 16. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved OPERATIONAL STRATEGIES 3 options for driving the value chain
    17. 17. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved Why do Innovations Leaders focus on speed to market?
    18. 18. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved What’s your innovation strategy?  Drive transformational applications to market  Master innovation and solutioneering processes  Integrate professional and user-generated content to customer engagement packages  Capture incremental revenue across the customer engagement lifecycle
    19. 19. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved What do Chief Marketing Officers demand?
    20. 20. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved How do CMOs and CFOs measure operational performance? Faster cycle times increase sales, reduce costs, and enhance customer satisfaction and “wow.”
    21. 21. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved How can we help prioritize investments in DAM/MRM/EMM? 1. Productivity dividends + Supply chain efficiencies + Strategic sourcing + Lower cost-structure 2. Increase sales + Expand coverage: channels and markets + Increase profitability: cross-sell and premium up-sell 3. Innovate: new revenue streams + Identify new opportunity: insights + Innovate new offerings: IT service platform? + Drive to market: messaging and execution  FOCUS: + Short-term wins + Measurable paybacks + Done in rapid succession
    22. 22. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved INNOVATION STRATEGIES Speeding cycle times within a value chain
    23. 23. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved What constitutes the customer engagement cycle? What has changed?  Customer engagement: how the firm attracts, serves, and keeps profitable customers for life
    24. 24. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved Where does DAM play in the customer engagement cycle?
    25. 25. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved How will the creative process change? Analysis will drive content creation, emphasizing the production of small, heavily tagged digital assets and ways of assembling persona-based engagement packages
    26. 26. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved What are the operational capabilities of the customer engagement lifecycle?  DAM as core infrastructure + Automated media transformation drives engagement cycle + Social content as a new asset class + Semantic tagging starts in the DAM  MOM as orchestration hub + BPM: process management + MRM: budgeting, planning, procurement (creative governance), and marketing information (copy) + EMM: multichannel campaigns, analysis
    27. 27. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved What comprise Enterprise Media Services? 1. Rapid aggregation of creative assets 2. Self-service image portals for marketing partners 3. Automated publishing of content into portals, multimedia, and print
    28. 28. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved How can you “digitize” publishing processes?
    29. 29. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved INNOVATION LEADERSHIP How does cloud computing enable agile change management?
    30. 30. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved What types forces speed or hinder change (adoption of innovation)?
    31. 31. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved How do you speed the innovation process?  Big idea + New operational capability: system, process, IT, and accountabilities  Modular framework + Enabling capabilities + Tactical value-added, quickly realized, becomes strategic  Project roadmap + Multiple tracks + 15- and 45-day projects + Accountability: one person or small team  Weekly review + Best thing last week? + Other good things? + What need to improve? + How can I help?
    32. 32. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved Who creates the best change roadmap for a buying organization?  Workgroups + ONE facilitator with ONE consultant or developer + FIVE executives involved with ONE enabling capability  Session agenda + 15 minutes “mind mapping” features of an enabling capability + 45 minutes “brain storming” likely HINDERING forces + 90 minutes “scoping” 8 to 11 15-day and 45-day projects + 20 minutes sequencing
    33. 33. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved What constitutes master project roadmap?  15- and 45-day projects  30% to 50% become SOWs + statements of work
    34. 34. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved ABOUT GISTICS Contact and Background Information
    35. 35. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved About GISTICS  GISTICS constitutes an innovation think-tank that speeds the adoption of innovation.  Often, this entails perfecting an existing processes and systems, adding ingenuity and fun to client’s products or services that already meet basic customer requirements.  To that end, GISTICS assists clients in the following: + Migrating legacy DAM and MRM systems to next generation platforms + Delivering technology user-training to marketing and publishing professionals + Advising technology providers in how to market and deliver their digital /service- innovations + Activating of social networks comprised of customers, buyers, independent consultants  GISTICS advises international-brand corporations on service-innovation strategies for customer engagement, marketing supply chains, and digital asset management. Clients include Amway, Boeing, Disney, E&J Gallo, Ericsson, Frank Russell Company, Gap, General Motors, FCB, Hallmark, Hasbro, IBM, Leo Burnett, Nokia, Philips, SanomaWSOY, SAP, TeliaSonera, Thomson Corporation, Time, VF Corp, Walmart, and Warner Bros.  GISTICS assists independent consultants to find long-term engagements, define and manage complex, multi-year projects, and achieve professional and personal success, using masterclass academies, publications, workshops, telebriefings, and certification programs.  Currently, GISTICS specializes in assisting legacy MRM customers in building an internal business-case for switching to next-generation integrated marketing platforms as well as speeding the transition with a minimum of disruption.
    36. 36. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved Who are the principals of GISTICS? p1 Michael Moon  CEO of GISTICS  Executives worldwide recognize Michael Moon as an international authority on customer engagement, marketing operations management, and digital asset management and as a master class facilitator of innovation leadership academies and executive peer-workgroup sessions.  Michael Moon has delivered more than 400 keynotes, presentations, executive seminars, workshops, and Web-based Webinars around the world. McGraw-Hill and its international affiliates offer Mr. Moon's book, Firebrands: Building Brand Loyalty in the Internet Age in 13 languages. http://www.amazon.com/exec/obidos/ASIN/0072124490  He has lectured at UC Berkeley, Stanford University, San Francisco State University, California State University—East Bay, Fielding Institute, and St. Pölten University (AT).  He serves as the Editor in Chief of the Journal of Digital Asset Management http://www.palgrave-journals.com/dam/index.html  Michael Moon maintains three LinkedIn social networking groups that serve international networks of innovation leaders, subject matter experts, and master-class practitioners with approximately 5,000 members and growing rapidly: Masters of Digital Assets, Masters of Customer Engagement:, Masters of Marketing Operations Carol Chase Baum  VP, Technology & Services, GISTICS  A nationally-recognized technology leader, Carol leads the services and technology team of GISTCS. Her background includes more than 20 years of strategic business and information technology consulting, encompassing a wide range of industries.  Her current focus includes design and implementation of systems for Digital Asset Management (DAM), Creative Procurement and Agency Governance, and Marketing Operations Management.  Her DAM consulting work has included client engagements with the Telecommunications / Media, Oil & Gas, and Financial Insurance industries.  Other areas of expertise focus on the establishment of strategic client vision, and converting this vision into a roadmap for success – Often times this takes the shape of developing formalized business plans, which identify improvement opportunities for the client organization. Additional competencies are in the process redesign arena, to improve client quality, performance and productivity.
    37. 37. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved John Horodyski  VP, Learning & Development, Client Services, GISTICS  John came from Electronic Arts, the largest videogame publisher in the world, where he managed the implementation of their global digital asset management system with more than 500,000 digital photographs and 2D and 3D art assets for creative and publishing needs.  He provides strategic direction on DAM implementations including metadata and taxonomy design . Clients have included Kantar Video, Best Buy, and the Ford Foundation.  He teaches a Graduate course on Digital Asset Management at San José State University  He holds a Masters Archival Studies and Masters Library and Information Science from the University of British Columbia and has published professional articles on digital media and metadata, as well as regularly training and speaking at Henry Stewart DAM, and Createasphere DAM.  He serves as the Managing Editor, Journal of Digital Asset Management http://www.palgrave-journals.com/dam/index.html Who are the principals of GISTICS? p2 Peter van Teeseling  Managing Director, GISTICS Worldwide  Peter provides the “organizational glue” for GISTICS and leads all European programs of GISTICS/  Peter advises organizations in the implementation of cross-media projects and the social adoption of information technology in daily work.  He leads professional development and training courses in crossmedia, content creation and distribution, digital publishing, web- to-print and digital asset management.  He has participated in DAM and MRM projects for the past 15 years with clients ranging from insurance companies to international technology vendors.  He is a well known trainer (and speaker) in the (Dutch) media production industry.
    38. 38. FILE: Operational-Strategies-DAM-MRM-EMM-v2 | ©2010 GISTICS. All rights reserved Contact Info  Michael Moon, CEO moon@gistics.com +1 415.509.5023 mobile  GISTICS Incorporated 92 Templar Place Oakland CA 94619 +1 510.450.9999 tel +1 510.601.0563 fax  www.gistics.com  Author of 30+ white papers  Editor in Chief since 2003  LinkedIn Group Manger: 5,000 members  Editor of microsites: 1,500 unique visitors / month  Author of widely acclaimed book  400+ Keynotes and Webinars

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